Sustainability Leadership

This dissertation is an exploration of the unique hybrid culture binding uniformed military leaders and civilian leaders in the U.S. Army, and the leadership styles and capacities U.S. Army leaders demonstrate in order to operate in this hybrid culture. This study includes a description of key terms and an analysis of the primary research question about how uniformed military and civilian leaders approach their responsibilities and perform their duties. The study reviews key literature relevant to the primary research question, especially regarding the emotional and cultural aspects of leadership, and employs the methodology of a constructivist grounded theory approach based on survey data and case study methods using semi-structured interviews and focus groups. This dissertation concludes that uniformed military leaders and civilian leaders exercise both individual and organizational leadership styles in an integrated hybrid organization. The U.S. Army has a legacy of cultural and organizational differences that demand different roles and behaviors from the two primary groups of leaders

Since the corporate sustainability movement emerged more
than 20 years ago, much has been written about how multinational corporations must play an important role in solving the planet’s ecological challenges. However, while corporate sustainability research has focused extensively on environmental impacts, strategies, and best practices at the organizational level, not enough attention has been paid to sustainability leadership at the individual level. As a result, little is known about the psychological motivations of corporate sustainability
executives and how this may relate to their behavior as change agents. Based on insights from social science disciplines, including ecopsychology, integral ecology, and developmental psychology, this article presents findings from a large sample study of the ecological worldviews of global sustainability leaders. Specific findings include five experiences that shape ecological worldviews over the lives of the participants and five ways that ecocentric
worldviews are expressed. Based on the findings, the author proposes that participants in the study have developed advanced ecological worldviews that underlie their motivation and capacity for effective sustainability leadership, and makes specific recommendations for education and practice.

Sustainability means many things to many people. is certainly about the environment, ecological fragility, and balance, but it is also profoundly about economic and social diversity and equity. Indeed, from a systems perspective, sustainability resides at the very intersection of the environmental, economic, and social arenas. This volume, a collection of original research on sustainability from a range of new scholars, aims to uncover the ways that a concern for sustainability at the leading edge can bring forth new attitudes and modes of thought; innovative, sustainable business enterprises; and boundary-spanning leadership. What these scholars are trying to do is to create a conversation about how a clearer understanding of sustainability can help create a new, more just global society. The chapters that follow describe, from a variety of perspectives, the sustainability values, meaning, and action that have been revealed by the empirical research of the authors. All are recent graduates of Fielding Graduate University’s PhD program in Human and Organizational Development (HOD), known throughout its 40-year history for innovative and progressive visions for humankind. This monograph builds on that tradition, while at the same time reaching to a future of increasingly disruptive technologies. Paul Stillman’s chapter on Sustainability as Organizational Culture examines the experiences of people at all levels in organizations committed to exhibiting exemplary sustainable practices. Kevin Joseph LeGrand turns our attention to the question of the influence of values and norms for activism and conservation when it comes to environmental sustainability. Karen Smith Bogart reports on the influence of the boards of directors of large U.S. public companies on corporate social responsibility (CSR), considers their involvement and impact, and identifies implications for their role. Kerul Kassel discusses the value orientations and organizational sustainability practices of the CEOs of major corporations. Steve Schein inquired into the deep sustainability leadership of corporate sustainability leaders and how their motivations may influence their behavior and capacity to lead large-scale transformational change. Jo-Anne Clarke addresses the emergence of women who are sustainability entrepreneurs and are guided by a strong set of values that place environmental and social wellbeing before materialistic growth. John Fisher makes sense of sustainability for sustainability managers and how they make meaning and take action. The final chapter by Alice MacGillivray integrates two empirical research projects she has done that were driven by the need to better understand leadership in complex, unpredictable, horizontal, boundary-spanning systems. Finally, the Afterword by Katrina Rogers, President of Fielding Graduate University, is a thoughtful analysis of the way ahead, a direction that may be fraught in many ways but that also contains the seeds of hope, as she indicates to us. The collaborative efforts and research of our authors here indicate that this hope may indeed become a reality for a world that is sorely in need of new direction.

This study examines the mediation effect of managers' ethical behaviour and organizational change on the leadership dimensions that influence sustainability leadership among Sri Lankan managers. Manager's attitudes to organizational change and their ethical behaviour are identified as essential dimensions to achieve sustainable leadership in the business world. While much of the literature underlines the direct relationship between organizational leadership and either organizational change or manager's ethical behaviour, only a few studies focus on the mediating effect of the manager's ethical behaviour and organizational change leadership on perceptions of creating a sustainable organization. Sri Lanka is identified as a developing country with strong socio-cultural values that promote sustainability. Understanding what constitutes sustainability leadership in a developing country such as Sri Lanka is worth examining. The responses of 596 managers were analyzed using factor analysis and structural equation modeling. The findings confirm that stakeholder relations are the most influential dimension for creating sustainability leadership. Mediation analysis tests confirmed that the two mediators of managers' ethical behaviour and change leadership fully mediate the relationships between employee engagement and leaders' concern for social and environmental sustainability, which concern was identified as the weakest of the three leadership dimensions suggesting that long-term orientation has not much potential for creating sustainability leadership among Sri Lankan managers.

Leadership elasticity enhances leadership style flexibility and mobility to enable educational leaders to maintain appropriate leadership equilibrium. The essential of leadership elasticity contributes towards organizational effectiveness by followership’s maintenance through appropriate expansion and contraction of relations and task behavioural orientation simultaneously, arrive at optimally balanced leadership equilibrium. This study aimed to explain leadership elasticity in achieving leadership equilibrium through relations and task behaviour orientating style-flex by assimilating the followership variables of task, timing, people, and trust. The study suggest both relations and task behavioural orientation is essential for a leader to bring about organizational effectiveness and social harmony. Moreover, Leadership elasticity expanding toward relations-oriented enabled less elasticity, while, expansion toward task-oriented behaviour enabled high elasticity. Leadership contextual intelligence and contextual experiences are both essential in identifying the variations in the contextual settings. This enables appropriate leadership approach of style-flex through the leadership behavioural orientations towards timing, trusting, tasking and people. The variations in the degree of elasticity can cause disturbances by frequent behavioural changes in an attempt to fit in the situation. This multi attempt behavioural changes can be the major cause of style-drift.

Keywords :Leadership Elasticity; Leadership readiness; leadership behavioural pattern; relations and Task-oriented behaviour; leadership appropriateness; leadership flexibility; leadership style-flex; leadership style-fix; Leadership style-drift; leadership multi-style flex

Social network analysis makes visible the invisible connections and flows that underlie complex social relationships. Applied organizational researchers have used social network analysis to assess and improve organizational and leadership effectiveness by helping organizations design interventions to overcome siloing, enhance collaboration and productivity , and implement strategic innovations. Some analysts of sustainability in higher education have explicitly called for a similar use of social network analysis to enhance sustainability progress on campuses. Addressing this call and literature gap, this article details the purpose, process, and results of the Mapping Emory's Sustainability Social Network project at Emory University (Atlanta, Georgia). The project had three major components: 1.) researching and creating visual maps of the university's sustainability collaboration networks, 2.) engaging key stakeholders and the wider campus sustainability community in participatory analysis of the results, and 3.) evaluating the effectiveness of this information for community members in deepening their own sustainability thinking and practice. The project demonstrates the power of social network analysis as a critical tool to engage and mobilize staff, faculty, and students in sustainability on campus by supporting evidence-based, strategic decision making among community leaders.

Abstract
The question is raised about the nature of transformative change with respect to sustainability in higher education. In particular, should this change be reserved for senior administration? Or alternatively, should faculty and staff as the “institutionalmiddle” of higher education be considered as best suited to lead sustainability on campus, and further, in partnership with stakeholders and others with interests in advancing sustainability within wider society? In this respect, Regional Centres of Expertise (RCEs), established by the United Nations’ University (UNU) are considered as a way toward transformational change in higher education by bridging the gap between higher education and multiple stakeholders with interests in sustainability. Complexity theory, and particularly the notion of complex adaptive systems (CAS), is applied toward an understanding of RCEs as a venue for sustainability leadership in higher education.
Key Words: Complexity theory; complex adaptive system; Regional Centres of Expertise (RCEs); sustainability education; sustainability leadership; transformative change

We see the world piece by piece, as the sun, the moon, the animal, the tree; but the whole, of which these are shining parts, is the soul.
(Ralph Waldo Emerson)

This book presents the regenerative leadership framework that has emerged from doctoral research and consulting work with successful sustainability leaders and their organizations
in business, education, and community. The framework synthesizes the levels of awareness, the leadership styles and behaviors, and the organizational arrangements that correlate most significantly across these domains. Most importantly, the overwhelming majority of the leaders in this work agree that individual and collective consciousness development is critical to transforming the culture of organizations for sustainability and beyond.
The term regenerative has not been chosen arbitrarily, but to provide an alternative to the notion of sustainability, which many of the leaders featured here indicate has become insufficient to describe what needs to be done, economically, socially, and environmentally, if we are to ensure a flourishing world for present and future generations. This work in turn has led to the development of the Regenerative Capacity Index (RCI),
a tool designed to assess an organization’s readiness to engage in regenerative practice.
From this evaluation of an organization’s regenerative capacity, it becomes possible to design a strategy for regeneration that considers all levels of its environmental, social, and economic impact, both internally and externally, in the local and global community.
Among its major findings, the book argues that the more evolved sustainability leaders are becoming increasingly dissatisfied with the construct of sustainability, and indicate the need for a profound cultural shift toward regenerative human systems. In this framework, regenerative organizations are driven by a sense higher purpose, and leadership is exercised horizontally
and collaboratively. Leaders and followers engage in generative conversations to create desirable futures which are then ‘‘backcasted’’ to eliminate unanticipated consequences.
Throughout, leaders emphasize the critical importance of engaging in personal and collective consciousness development or ‘‘inner work’’ in order to make regenerative practices possible.

Strategic environmental assessment (SEA) process can be broadly defined as a study of the impacts of a proposed project, plan, project, policy or legislative action on the environment and sustainability. SEA process has been aimed to incorporate environmental and sustainability factors in to mining and mineral (MM) project planning and decision making (MMPPDM) process. Sustainable MM development is a kind of development that meets the needs of the present without compromising the ability and efficacy of future generations to meet their own MM needs. Environmental Impact Assessment (EIA) process can be defined as the systematic study of the potential impacts (effects) of proposed MM projects, plans, programs, policies or legislative actions relative to the physical-chemical, biological, cultural, and socio-economic components of the total environmental product life cycle. The primary purpose of the EIA process is to encourage the consideration of the environment in MMPPDM process and to arrive at actions that are environmentally compatible. MMPPDM process should include the integrated consideration of technical or engineering, economic, environmental, safety, and health, social and sustainability factors to achieve business excellence.  Prior to the National Environmental Policy Act (NEPA) process in 1970 in the USA, technical and economic factors dominance the World’s MM projects.  The objective of the study is to conceptualize SEA process for the MM sector based on fifteen number of sustainable detailed project reports (DPRs) submitted by the extension learners of Diploma in Entrepreneurship and Business Management (DEBM) course conducted by the Entrepreneurship Development Institute of India (The EDI of India) during the research year (RY) 1999 to 2016 under the author’s counsellorship. The design of the study is cross sectional.  EIA and Environmental Health Impact Assessment process has been conducted for Odissa chromite mining plants to consider the safety and health impacts to mitigate environmental health impacts on miners and nearby residents. Social Impact Assessment (SIA) process can be defined as the systematic identification and evaluation of the potential social impacts (effects) of proposed projects, plans, programs, or legislative actions such that social consideration is encouraged in MMPPDM process and to arrive at actions that are socially compatible about a chromite mining project. SEA process concerns to environment and sustainability effects in MMPPDM process and arrive at proposed projects, plans, programs, and legislative actions that are compatible with respect to environment and sustainability issues. Mining and mineral industrial product environmental life cycle analysis (LCA) is used for identifying and measuring the impact of MM industrial products on the environment and sustainability.  These environmental impact assessments consider activities related to extraction of raw materials such as metal, coal and minerals, ancillary materials, equipment; production, use, disposal and ancillary equipment by means of mass and energy balance methods. A case study on unsafe chromium and  environmental health impact assessment (EHIA) process for Odissa chromite mine plants.  International EIA process requires a multi-disciplinary approach that should be conducted very early stage of MM project for the SEA process. As far as the MM safety is concerned personal protective equipments and materials (PPEMs) that include garments, clothing, gloves, safety shoes, hard hats, safety glasses, shields, respirators, full aprons, safety belts, and other safety items which must be used by an individual. Such equipment is important for personal protection and for safety. It is the MM manager’s and supervisor’s responsibility to ensure that they are used.
The enactment of miner’s compensation law and occupational disease law shall increase materially the cost of insurance to the MM industry. The increased cost and the certainty with which it is applied will put a premium on accident-prevention work. This cost can be materially reduced by the installation of MM safety devices. MM management research experience has shown that approximately 80% of all the mining accidents are preventable. SEA system is a potentially useful element of good environmental management and sustainable development; however, as currently practiced in mines, it is far from perfection.  Emphasis should be given in MM industries on maintaining economic viability of the operation, while in turn taking care to preserve the ecological and social sustainability of the country.  The MM sustainability assessment or SEA process protocol is a sector specific method for checking the right quality and uniformity of environmental and social assessments and management plans.  This treaty and official Government procedures of SEA helpful for making much earlier decisions in the decision-making process than EIA. Therefore, it is key tool for sustainable MM development.  SEA aims to incorporate environmental and sustainability considerations in to strategic decision making processes, to formulate and appraise projects, policies, plans, and programs and legislative actions.

This study explores the initial and sustaining motivations that drive leaders to pursue sustainability as a profession or vocation. Exploratory interviews were conducted with 16 sustainability leaders in the Philippines working in sectors ranging from corporate to social enterprise, NGO, and academia. Findings from thematic analysis reveal significant life experiences that drive initial motivation, how feedback sustains motivation, and the importance of self-awareness and positive psychological factors in starting and sustaining their work or advocacy. A framework for understanding motivations is developed therein, drawing on themes extracted from the interviews, Stern's Value-Belief-Norm Theory, and Authentic and Transformational Leadership theories. Recommendations are given on how motivation can be instigated and sustained, namely, by cultivating hope and other positive

A chapter in the open-access book Developing change agents: Innovative practices for sustainability leadership. In the chapter we make the case for three critical competencies to be integrated across graduate education programs to better prepare learners for the complex adaptive challenges of today and tomorrow. These competencies are: systems thinking, time and boundary navigation, and challenging normative constructs.